Lean Thinking and Agile approaches to Manufacturing _ Process ...20104710323 by sdfwerte

VIEWS: 17 PAGES: 19

									Management Infrastructures for
 Social Care Commissioning

  Agility / Flexibility /Delivery


                  Phil Barden

          Philip.barden@btinternet.com
The frog! OR ‘Leaving it too late!!!’
      Hot
    enough             Uh oh!
    Rebbit!
     to fry

                                        10OoC




                                        5OoC




                                        OoC




2
                 Commissioning

• Markets

• Processes

• Partnerships

• Outcomes




3
    What’s happening in the Public Services

a) Look at the NHS – PDSA, Queuing Theory, Lean,
   SPC : Results – moving to the 18 week wait [ from
   in some instances 2 years]

b) Look at local government – reducing average
   number of departmental handoffs in service
   provision from 9 to 3 using Toyota Production
   System techniques and whole systems

Its happening ! – Public Services are beginning to use
    21st century management techniques to deliver 21st
    century public services

4
Lean ,Agile, Time Focused
 What are we talking about?



 What are the benefits?




 How to do it?




5
         Why Should You be Bothered?

• Management skills are evolving rapidly, you should
  have them. You would expect your GP to practice up
  to date medicine and your lawyer to practice up to
  date law – so what’s wrong with management?

• The state you are in is down to you – if you want to
  improve your state, improve your skills

• Change is a pest but it surely beats irrelevance.

• Not being bothered is not a choice


6
Lean Thinking roots in Toyota Philosophy
     Doing it all for the Customer                                     Item
                                                                       Runner
                                                                                   Qnty
                                                                                   100
                                                                                          Day 1
                                                                                           20
                                                                                                     Day 2
                                                                                                      20
                                                                                                                  Day 5
                                                                                                                   20
                                                                      Repeater      27      7          7
     Levelled production                                             Stranger       5                               5
                                                                        Load       132      27         27           25

     Pull system                                                      Cap’ty      135      27         27           27

                                                                                              store
     Continuous-flow production K K                                     kanbans
                                                                                                  withdraw & process


     Takt time                   work
                                  centre
                                                                     replacement                    work
                                                                                                    centre
                                                                                                                 batches


     Multi-skilling
     TQM                                                                                               Upper action limit




                                                        average
                                                                                                        Upper warning limit

     TPM                                                                                                       time


     Poka Yoke                                                                           action?
                            Competitiveness



     SPC
     Standardised work
     Kaizen
                                              Uncompetitive       Competitive
7                                                                          Time
What is Lean Service Provision?
Builds on value but with specific focus on:

Lead time reduction
     Takt time : managing organisational pace
     New services and service improvement


Flexibility improvement

Variability reduction         These characterise high value
                                     commissioning

Cost reduction

Value improvements
8
Lean Characteristics & Benefits
Characteristics               Benefits (higher …)

         User Driven

      Cost/Value Driven          User Satisfaction

         Team Based           Lower costs/better value

        Fewer Players             Greater Control

    Devolved responsibility




9
 Time based competitiveness - some rules
 0.05 to 5
      Value actually added between 0.05% - 5% of total time

 3/3/3
      For a good proportion of their time professionals are:
        Waiting for completion of batches
        Waiting for physical / intellectual rework
        Waiting for management decision
 1/4 - 2 - 20
      For every quartering of total time, productivity doubles,
       costs reduce by 20%
 10 – 5 - 15


                    Source: survey of industry (by Boston Consulting Group?)


10
 What is Good Commissioning?

      Being the market
          designer

                              Delighting the
                              Service user?



                                           Being the lowest
                                           Cost/high value
                                            commissioner
      Quickly responding to
              failure




11
 What is good commissioning?

     Flexibility & control to
     satisfy service users
      on time, every time

                    Managing through
                    people, teams and
                      aligning all to
                        outcomes

                                Reduction of waste in
                                 the delivery system



                                             Service quality right
                                             first time, every time


12
               Objectives – Methods Links

                 Objective                     Method

                                         Setting the direction,
         Understand service users
     1                                   targets and checking
         and what value they want
                                                results

          Define the internal value   An internal framework for
     2
                   stream                  delivering value

         Eliminate waste, make info
                                        Appropriate method to
     3    & service flow, pulled by
                                       make necessary change
             service user needs
          Extend the definition of
                                      Externalise the value focus
     4    value outside you’re the
                                      to the whole value stream
                organisation
                                      Strive for perfection in the
            Continually aim for
     5                                   outcomes and in all
               perfection
                                       processes and systems
13
                        R.O.M
 Return on Management



 • Management is a massive investment – what return
   are we getting on it?

 • If you were away for 2 weeks, 4 weeks, 6 weeks, 3
   months, 6 months, when would we see deficiencies
   in the service emerge? Could we live with them?

 • Management is there to add value – no other
   reason, no excuses – If you can’t prove you add
   value – and how much , get another job

14
 Cornerstone of Lean
 Value stream mapping
       Construct process map of the value stream
         Avoid using existing maps, may be out of date or have
           misconceptions – ie know what your’re doing

       Analyse the process map
         Focus on the service user
         Identify value-added and non-value-added activities

       Calculate the value-add ratio

       Reduce and eliminate wasteful steps


     Conduct all improvements in context of value-add ratio

15
 Capability of processes and the dangers

       If your planning function was likely to produce
        infeasible plans occasionally would you trust
                           them?!
 Need to establish capability in all processes
 • Know what you can do and admit what you can’t

 Danger is that you can base lean on poor foundations

 • Distant managers / unskilled staff / lack of discipline /
 Too big a gap between evaluation and action




16
 Six Sigma
 A complete methodology for improving the business or
   simply a process reliability concept?
 Key to Motorola, GE and other businesses at all levels
     Executive vision

         Assess & kickoff       Select champions …

              Deploy strategy          Train and set up structure …

                    Measurement             Map, id critical input/output variables …


                            Analysis              Determine variance …


                              Improvement              Design of experiments …


                                        Control              Use control charts …

17
 Agile – a step on from lean?
 Lean and agile have common components

      But lean is process focused, agile is boundary focused


 Ability to thrive in constant, unpredictable change
 Key attributes of agile

      Service user value focus (solutions not services)
      Flexibility to adapt to fundamental market changes
        Not simply changes in service changes
      Competing from different positions, possibly virtually
      Organisational knowledge, including ability to adapt IT
       systems to support new processes


18
 Key to Lean Provision is measurement
 Need clear, objective focus on value
 Example: OEE (Overall Equipment Effectiveness)
          A composite measure of the ability of a process to carry out
           value adding activity
          OEE = % availability x % output achieved x % perfect output
          If change to a process increases OEE it is worthwhile

     Actual Available Production Time                                                                 Planned Downtime
     Theoretical time minus planned downtime and shutdowns                                            PM, Shutdowns,
     This is the realistic best available production time (100%)                                      Holidays



     Machine Running Time                                                          Unplanned Losses
     Actual production hours minus downtimes                                       Breakdowns, HR,      Availability
     This is possible production if 100% performance                               Set-up time



     Net Operating Time                                            Speed losses
     Machine speed against theoretical speed                       Idling, minor      Performance                        OEE
     This is the possible output if 100% quality                   stopages
                                                                   performance


     Useful Production Time               Quality Losses,
     Material in minus product out        adjustments, Set-up          Quality
     This is the real output              waste

19

								
To top